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EU ACCESS EU PROJECT MANAGEMENT AND LEADERSHIP PROGRAM

The project head's kit an


1. 2. 3. 4. The profile of the project head d tools The kit Internal communication tools Administrative and financial management tools

The project coordinator uses work tool s specific to the m anagem ent of European projects. These tools enable him to: monitor the overall work programme and the project expenses and receipts; draft intermediate and final reports; lead the partner network 1. The profile of the project head Entrusted with the mission internally, what is the ideal profile of the project head? Many received ideas project a university profile relevant for the function of head of European projects. In fact, this functi on definitel y does not require university education in law even in European Community law. In this function, the basic requirement is to have at least the following knowledge: very good knowledge of the EU institutions and their practical operations (a training in the European Commission is a good trump card); knowledge about the financing programmes (around ten of the maj or programmes should be known to the candidate); an understanding of the working system linking the institutions to the civil society (articulation of institutions / lobbies); a personal developed desire for community building (an analysis of the candidate 's writings and publ ications are good references) and a certain pol itical m otivation especially in the recent large community campaigns. Lastly, perfect command over at l east 2 European Community languages of which English is indispensable. Thus, University education at Master l evel shall be part of the "publ ic affairs" or "European affairs" or "head of European projects" cycles, of the several educational programmes on offer today within the EU universities. If your body does not have any person internally capable of conducting a dialogue with the project head (on the sam e level of knowl edge and understanding of the system), we advise you not to recruit a fresher. The project head should be abl e to correctl y interpret two l evel s of actions: the operational level and the political level. In fact, he shall have to discuss with persons w h o s e f u n c t i o n s a r e b o t h h i g h l y o pe r a t i o n al (m an a g e m e n t o f a f i n a n c i n g programme) and political (action plans of the Union for example). Therefore, at the time of recruitment, the candidate should be able to demonstrate his capability of u n d e r s t a n d i n g a n d e x p r e s s i n g t h e c h al l e n g e s o f t h e s e ac t i o n c a t e g o r i e s : projects/financing and lobbying.

Adapted from Eurofunding Guide by Welcomeurope

EU ACCESS EU PROJECT MANAGEMENT AND LEADERSHIP PROGRAM


Lastly, and mainly the choice should fall on the candidate who can demonstrate his anal ytical capabil ity and aptitude to form an opinion on the European Community evolutions. In fact, it is this strength that shall later enable an organisation to form(?) its opinions, its projects. It is not sufficient to "monitor" the European affairs, it involves acting within the Eli's pol icies by finding opportunities, form ing proposal s, creating projects, buil ding legitimate and high value addition partnerships for your organisation.

2. The kit For efficient management, the project coordinator may conceive a tool kit common to all partners. This kit consists of a set of report sheets and templates prepared in a common format. Examples Activity report of the partner body for the reporting period, sheet of (?) on the expenses incurred by the partner body for the reporting period, signature sheet for internal network meetings, sheet for minutes of the internal network meetings, time sheet (providing the work hours spent by each team member on the project). By using common templates: with regards reporting, it strengthens the participation of partners in handing in intermediate and final reports it formalises a part of the accounting and administrative documentation, which shall be examined by the European Commission during the project's accounts audits it provides documents prepared on the basis of the project specific graphic chart and thus participates in its identity. These documents are given to the partners during the kick -off meeting, so that they may be integrated in the partnership's operations from the beginning. 3. Internal communication tools The kick-off meeting The first meeting of the partnership that is organised should ensure that the project organisation mode is understood by all. It is the moment to: Present the coordinator or project head and his function Remind the partners about their contractual rights and obligations Present the good management practices to be included Present the work plan, its deadlines and schedules of future meetings Accept the reporting and evaluation system Present the collaborative work tools.

Adapted from Eurofunding Guide by Welcomeurope

EU ACCESS EU PROJECT MANAGEMENT AND LEADERSHIP PROGRAM


Organise the kick-off meeting in training (eligible cost) This is the tim e to al l ow each of the partners to expl ain their contribution to the project and check possible commitment problems. This is the time to specify the organisational points, remind everyone of their co mmitments and train the team in managing projects financed by the EU.

Meetings during the project Technical meetings on progress of activities These moments of consultation and decision making for the network members help in central ising the partnership w ork and change directions if required. Caution! Do not have too m any without reason: they shoul d be organised regul arly and at key moments of the project (m ilestones). Decisions pertaining to the dail y work of the n e two rk are a ar e take n rem o tel y (th in k o f o ptim is in g the u se o f col l abo r ati ve spaces). Management meetings, these are planned on the basis of the reporting periods and are used to finalise the reports. Other internal information tools: see Chapter "Formalise the network of partners " - The "Info Fax" or "Info Mail" - The work space on the Internet

4. Administrative and financial management tools The coordinator may choose to set up a global activity monitoring tool acting as the management chart and project chronogram at the same time. Here, information shall be integrated pertaining to: the organisation of activities: list of Workpackages, tasks, sub-tasks; the responsibilities of each partner on implementing the a c t i v i t i e s a n d Workpackages; the budge ts and sub - budge ts al l otte d to them and to the curre nt s tate o f the progress of expenses; the products ("deliverables") linked to the execution of these activities; the progress of activities: percentage of execution, whether or not validated; the timetable: visual representation of starting and endin g dates of activities within the project cycle and their progress status; the personnel assigned and to the work hours already spent by this personnel on these activities; major project events: meetings, report handing-over, milestones.

Financial management tool: refer to the Chapter "Project management": Funding plan or provisional treasury plan.

Adapted from Eurofunding Guide by Welcomeurope

EU ACCESS EU PROJECT MANAGEMENT AND LEADERSHIP PROGRAM

Adapted from Eurofunding Guide by Welcomeurope

EU ACCESS EU PROJECT MANAGEMENT AND LEADERSHIP PROGRAM

Adapted from Eurofunding Guide by Welcomeurope